<p dir="ltr">In the dynamic landscape of HR recruitment, 2024 stands as a pivotal year for people teams to embrace social mobility as a cornerstone of their talent acquisition strategies.&nbsp;</p>
<p dir="ltr">HR's role is evolving to unearth talent from diverse socio-economic spheres, setting the stage for a more inclusive and innovative workforce. But in truth, every organisation should consider socioeconomic diversity alongside gender, race, ethnicity, and other diversity dimensions.&nbsp;</p>
<p dir="ltr">Aiding social mobility is all about creating pathways for those from disadvantaged backgrounds so they can fulfil their potential. It is estimated that people in the UK from lower socio-economic backgrounds earn on average between 6-11% less than those from higher backgrounds. If we want a fairer society where everyone has equal opportunities to succeed, then everyone must have access to some form of higher education or training.&nbsp;</p>
<p dir="ltr">Diversity in the workplace is good for everyone, it helps ensure that you have access to fresh perspectives, which can lead directly to better outcomes for your business as well as its customers.&nbsp; Research shows that diverse teams are more creative, productive and innovative than homogeneous ones. They're better at problem-solving and identifying risks - and their ideas tend to be more original too.</p>
<p dir="ltr">With the socio-economic diversity task force setting a target that 50% of senior leaders in the UK financial and professional services sector must come from a non-professional background by 2030, we think it&rsquo;s time you start to look at your contribution to this.&nbsp;&nbsp;</p>
<p dir="ltr">Here are 4 things you can do:&nbsp;</p>
<ol>
<li dir="ltr" aria-level="1">
<p dir="ltr" role="presentation">Understand social mobility and how it relates to you.&nbsp;</p>
</li>
</ol>
<p dir="ltr">If HR teams want to improve social mobility in their companies, they need to understand what it is and why it can be difficult for some people to achieve career progression.</p>
<ul>
<li dir="ltr" aria-level="1">
<p dir="ltr" role="presentation"><a href="https://www.hrmagazine.co.uk/content/features/how-do-you-define-social-mobility/">How do you define social mobility?</a></p>
</li>
<li dir="ltr" aria-level="1">
<p dir="ltr" role="presentation"><a href="https://www.hrmagazine.co.uk/content/comment/how-to-define-socio-economic-background/">How to define socioeconomic background</a></p>
</li>
</ul>
<p dir="ltr">Then agree on what your definition is and begin to set targets around them using data to monitor your progress.</p>
<ol start="2">
<li dir="ltr" aria-level="1">
<p dir="ltr" role="presentation">Get the data</p>
</li>
</ol>
<p dir="ltr">Data is a powerful tool in helping you understand your organisation. Everyone has a socio-economic background, meaning that you can measure it and define it.</p>
<p dir="ltr">You need to gain an insight into current and new employees' backgrounds.&nbsp; This includes parental occupation; the type of school they attended; and free school meal eligibility (crucially the eligibility for it, not whether or not the scheme was used).</p>
<p dir="ltr">Armed with this you can effectively target, implement and track social mobility change in your organisation, and measure the success of your policies. You can also evaluate your efforts against national benchmarks, and those for your industry. The<a href="https://www.socialmobility.org.uk/employerindex"> Social Mobility Employer Index </a>is a great place to start this process.</p>
<p dir="ltr">For example, the national benchmark of people from lower socio-economic backgrounds in the UK workforce is 39%, if you fall below this consider:&nbsp;</p>
<ul>
<li dir="ltr" aria-level="1">
<p dir="ltr" role="presentation">&nbsp;An annual review of your selection processes&rsquo; impacts on disadvantaged applicants, and redesign as needed</p>
</li>
<li dir="ltr" aria-level="1">
<p dir="ltr" role="presentation">Brief recruitment agencies (like&nbsp;us) on your organisation&rsquo;s commitment to advancing socio-economic diversity among hires, mentioning your desire for potential over polish</p>
</li>
<li dir="ltr" aria-level="1">
<p dir="ltr" role="presentation">Remove unnecessary qualifications from criteria, which can create barriers for applicants</p>
</li>
</ul>
<p dir="ltr">As the Social Mobility Commission&rsquo;s <a href="https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/1006079/SMC-Employers-Toolkit_WEB_updated_July2021.pdf">Employer Toolkit</a> stresses: &ldquo;Socio-economic inclusion is not just about who gets in, it&rsquo;s also about who gets on.&rdquo; Be sure to examine your requirements for career progression, as well as recruitment. Discrimination in the social mobility space isn&rsquo;t confined to early careers. &nbsp; <br><br>Employee data can help identify if there are levels within your organisation that people from lower socio-economic backgrounds do not reach. Regular performance reviews and discussions about career progression, as well as opportunities for further training, can also help with this.</p>
<ol start="3">
<li dir="ltr" aria-level="1">
<p dir="ltr" role="presentation">Education is everything</p>
</li>
</ol>
<p dir="ltr">People from lower socio-economic backgrounds often lack the opportunities and funding for education that others may have access to. Apprenticeships, accessible training opportunities and upskilling within work can help close this gap.&nbsp;</p>
<p dir="ltr">Avoid the bias though! You might, for example, consider your internship programme to be inclusive, but if it&rsquo;s unpaid and in a major metropolitan centre, like London, you are most likely excluding applicants from a low socio-economic background. According to <a href="https://www.suttontrust.com/wp-content/uploads/2020/07/Social-Mobility-Toolkit-18-10-21-update.pdf">Sutton Trust</a>, a leading organisation in the social mobility space, 70% of internships are unpaid, thereby &ldquo;locking out young people who cannot afford to work for free.&rdquo;</p>
<p dir="ltr">HR Magazine has some great articles to help you out with this:&nbsp;</p>
<ul>
<li dir="ltr" aria-level="1">
<p dir="ltr" role="presentation"><a href="https://www.hrmagazine.co.uk/content/comment/degree-apprenticeships-could-help-improve-social-mobility/">Degree apprenticeships could help improve social mobility</a></p>
</li>
<li dir="ltr" aria-level="1">
<p dir="ltr" role="presentation"><a href="https://www.hrmagazine.co.uk/content/comment/entrepreneurship-education-boosts-social-mobility-and-not-just-for-startup-founders/">Entrepreneurship education boosts social mobility, and not just for startup founders</a></p>
</li>
<li dir="ltr" aria-level="1">
<p dir="ltr" role="presentation"><a href="https://www.hrmagazine.co.uk/content/news/social-class-largest-barrier-to-career-progression">Social class largest barrier to career progression<br><br></a></p>
</li>
</ul>
<ol start="4">
<li dir="ltr" aria-level="1">
<p dir="ltr" role="presentation">Look for potential not polish&nbsp;</p>
</li>
</ol>
<p dir="ltr">Improving social mobility involves opening up your company to the best people, regardless of their background. Grant Thornton, for example, removed the academic entry requirements for its entry-level schemes &ndash; thereby removing a hiring practice that might discriminate against disadvantaged applicants who might not have had the opportunity to attend university.&nbsp;</p>
<p dir="ltr">Widening your talent pool can be achieved in many ways, including engaging with schools and further education colleges (particularly in areas of historic socio-economic disadvantage), and encouraging employees to support your social mobility outreach. This will also help counter any lack of knowledge.<br><br>Be the trailblazer<br><br>HR are the changemakers for social mobility.&nbsp; Embracing social mobility isn't just an ethical imperative; it's a strategic advantage. It allows businesses to tap into a wealth of talent, fostering creativity, innovation, and resilience. Taking action doesn&rsquo;t have to involve a massive budget and a grand plan from the outset &ndash; improvement begins with a few small steps, and you can take it from there.&nbsp;</p>
<p dir="ltr">Need some help? We&rsquo;re just a call or an email away.</p>
<p>&nbsp;</p>

Beyond Backgrounds: Unveiling the Role of Social Mobility in HR's Recruitment Vision for 2024

<p>As recruiters, our role is to assist you in finding a new job. We have a responsibility and commitment to our candidates and clients, to assist both to the best of their ability. So, when that initial phone conversation takes place, it&rsquo;s important to keep in mind that we&rsquo;re here to help.</p>
<p>This article will hopefully give you a better&nbsp;idea of what to expect from your first conversation with a recruiter and how to get the most from an initial call.</p>
<hr>
<h3>Recruiters are here to help</h3>
<p>When you get an initial call from a recruiter, view it as an opportunity to make a great first impression and a step closer to getting your next role. At the end of the day, we&rsquo;re here you help you find your next ideal position, we genuinely want to help. Therefore it&rsquo;s best to be open and honest in your conversation with a recruiter. Also, try to remember that we speak to numerous candidates per day about various roles, so we are going to remember candidates who give us a reason to remember them.</p>
<h3>It can go one of two ways &ndash; call or be called</h3>
<p>It sounds obvious but there are two ways you can have a chat with a recruiter. Either you call them because you&rsquo;re actively looking and want to explore how a specialist agency can assist you. Or they will call you, as they&rsquo;ve found your CV and believe you could be a good fit for a role they&rsquo;re currently recruiting for. Either way, use this time effectively, be engaging and ask good questions, and you will be top of mind for relevant roles that the agency is working on.</p>
<h4>Being called by a recruiter</h4>
<p>This will mean that the recruiter&nbsp;believes you are suitable for a role&nbsp;they&rsquo;re currently working on, or that you have a strong CV and they want to have a chat about your career path. Although it&rsquo;s difficult to prepare for a call out of the blue, it is worth reviewing your CV and experience when looking for a job. This will ensure that you are well prepared and can make the most out of the call when it happens. Recruiters will ask what you sort of opportunity you&rsquo;re looking for, your previous experience, your salary range and whether you&rsquo;re currently employed or not. Don&rsquo;t be afraid of selling your competencies and going into detail about your experience. The more you share with the recruiter, the more confident they will be about putting you forward for roles.</p>
<h4>Calling them</h4>
<p>Recruiters will be working on roles that aren&rsquo;t advertised on job boards so you&rsquo;re essentially expanding your search by calling them. Before you call, be sure to identify what it is you&rsquo;d like to get out of the call and how you can differentiate yourself. Preferably the recruiter would already be working on a role that is a great fit and something you can be put forward for.</p>
<p>If not, make it clear what you&rsquo;re looking for. You can also ask for feedback on your CV, ask about the current state of the market and build rapport with the recruiter. Relationship building is a two-way street and developing a professional relationship with a recruiter can have long term benefits.</p>
<h4>If you have a specific role in mind &ndash; what can you do to prove you&rsquo;re the ideal candidate:</h4>
<ul>
<li>Show that you have a genuine interest in the role &ndash; knowing that you have the relevant skills and experience for a role is one thing, but being enthusiastic about the role and the company can set you apart from other candidates</li>
<li>Outline how your previous experience links to the requirements of the role &ndash; making clear links between what you have done in the past and how it is similar to the role you wish to apply for, can cement your suitability in the recruiter&rsquo;s mind</li>
<li>Be friendly and receptive &ndash;&nbsp;ultimately the recruiter will be selling you into the company, if you&rsquo;ve made a good impression and have had a pleasant and professional conversation, it can make all the difference</li>
</ul>
<h3>Take home message</h3>
<p>Recruiters can make your job search so much easier and just like an interview with a company, the first impression you make is going to be important. Building a relationship with a recruiter and keeping in touch with them, can reap rewards later in your career. They will be more than happy to help you out and hopefully assist you in securing your ideal next role.</p>

How to Ace the Initial Call With A Recruiter

<p>The&nbsp;pay review&nbsp;is a vital part of the reward cycle and the majority of medium to large organisations go through this process at least once a year. The resulting&nbsp;pay&nbsp;rise can be determined through cost-of-living increases for all employees, company performance, or as a reflection of finely differentiated individual increases based on performance or progression.</p>
<p>However, as an employee in the UK, there is no legal entitlement for a yearly pay rise &mdash; even an incremental pay rise in line with inflation. So, what does this mean for an employee?</p>
<p>Generally, you can expect to discuss compensation or a pay rise at least every 12 months, however ultimately, it&rsquo;s up to employers to choose whether &ndash; and when &ndash; to increase staff pay.</p>
<div id="attachment_3715" class="wp-caption alignleft">
<p id="caption-attachment-3715" class="wp-caption-text"><em>UK workers are expected to receive a 0.8 per cent real-term salary increase in 2019, double the increase received in 2018.</em></p>
</div>
<p>For an organisation, employee salaries are a critical business decision &ndash; there&rsquo;s so much to consider, including current and future company revenue, the annual budget, the impact of salaries on the team and future hiring processes. These decisions are just as crucial because of the impact salary has on the employee experience. When an organisation decides to increase an employee&rsquo;s pay, this usually results in increased job satisfaction and productivity. However, for an employee to achieve a pay rise, they need to be able to accurately demonstrate their value and overall contribution to the business.</p>
<p>As an employee, value is everything:</p>
<p>While it&rsquo;s true that money is not everything, an incentive or reward as recognition for a job well done goes a long way to helping an employee feel appreciated. Recognising their achievements monetarily is a sure-fire way of increasing productivity and happiness.</p>
<p>If an employee feels valued, they are less likely to look for another job. If your competitors are recognising the rising price of living and individual performance, and you aren&rsquo;t, you are giving your employees a reason to consider a move.</p>
<p>Company performance bonuses help to install a sense of loyalty, pride and value for the organisation and raise&nbsp;morale.</p>
<p>However, salary budgets are set far in advance of one-on-one performance review meetings and shouldn&rsquo;t just be considered once a year. An example of the best times to discuss a pay increase with your employees in order to add value are:</p>
<ol>
<li><strong>When they take on new responsibility</strong></li>
</ol>
<p>This could be due to a variety of reasons. For example prior to a major, hard-to-staff assignment, when someone leaves and responsibilities are shifted to the employee, or when there is a change within the business that impacts your team.</p>
<ol start="2">
<li><strong>On completion of a successful project</strong></li>
</ol>
<p>New experiences or project work can often help increase an employee&rsquo;s level of attractiveness on the market. When key skills are learned, or they&rsquo;ve just experienced a triumph at work and<br>you&rsquo;re discussing the next hill to climb, it&rsquo;s a great opportunity to chat about compensation plans to incentivise development in the team and recognise their hard work.</p>
<ol start="3">
<li><strong>Three months before annual review</strong></li>
</ol>
<p>It&rsquo;s better to be prepared if this is something likely to be discussed around review time. If you&rsquo;re looking to discuss pay increase in conjunction with annual performance reviews, you&rsquo;ve got to&nbsp;request the pay bump about 12 weeks in advance to get it approved in time. It adds to your value as an employer to think ahead when considering your team&rsquo;s worth.<br>When do you think you should offer employees a pay increase, and how many times per year should it be reviewed? I&rsquo;d love to hear your thoughts!</p>

Pay Reviews: When should they be considered and how often?

<p dir="ltr">If the Great Resignation climate has taught us anything, it&rsquo;s that employee benefits are more important now than ever before. &nbsp;According to Forbes Advisor, 40% of employers say workers leave jobs to find roles offering better benefit packages, whilst 19% of Gen Z think companies should have better mental health benefits.&nbsp;</p>
<p dir="ltr">Pay alone isn&rsquo;t necessarily all it takes to attract and keep good talent . We&rsquo;ve found that employee compensation packages can be a deciding factor when candidates are considering multiple job offers. So be warned what you offer plays a significant part in differentiating yourself in a competitive job market.&nbsp;</p>
<p dir="ltr">However, a comprehensive benefits package extends far beyond healthcare and retirement plans. It's about recognising the diverse needs of employees and tailoring rewards to support them and their lives. Elements like flexible work arrangements, wellness programs, financial incentives, and opportunities for continuous learning play a pivotal part in creating a compelling package.</p>
<p dir="ltr">With 59% of British workers feeling <a href="https://employeebenefits.co.uk/59-of-british-workers-feel-unhappy-with-their-benefits-packages/">dissatisfied with</a> their current benefits packages, it&rsquo;s time to up the ante if you want to retain and attract people.&nbsp;</p>
<p dir="ltr">Take a&nbsp; look at some on offer:&nbsp;</p>
<ul>
<li dir="ltr" aria-level="1">
<p dir="ltr" role="presentation"><a href="https://www.dailymail.co.uk/tvshowbiz/netflix/index.html">Netflix</a> offers employees around &pound;60,000 for 'family forming and reproductive support', which some workers said they used to pay for two 'free' rounds of IVF. It's available to staff and their partners, regardless of marital status, <a href="https://www.dailymail.co.uk/news/gender-ideology/index.html">gender</a>, or sexual orientation.<br><br></p>
</li>
<li dir="ltr" aria-level="1">
<p dir="ltr" role="presentation">Adobe recently created a Disaster and Epidemic Time Off Policy, which expands upon the existing Covid-19 Time Off policy and stipulates that you can take up to 20 days off a year if you're caring for family members, or experiencing vaccine side effects &ndash; and this policy also now applies to anyone experiencing difficulties with Ukraine.<br><br></p>
</li>
<li dir="ltr" aria-level="1">
<p dir="ltr" role="presentation">Supermarket giant, Tesco &ndash; also the UK's largest private-sector employer &ndash; will give 300,000 workers the right to request a flexible working pattern from their first day in the job.&nbsp;</p>
</li>
</ul>
<p dir="ltr">This is great for the big players, they have the budget, but what about the small to medium-sized businesses?&nbsp;</p>
<p dir="ltr">Here are 3 things you can implement quickly and effectively:&nbsp;</p>
<ol>
<li dir="ltr" aria-level="1">
<p dir="ltr" role="presentation">Flexibility<br><br>After decades of office nine-to-fives, employees now want to be empowered to be able to fit their work around their lifestyle and responsibilities.&nbsp;The key thing to remember with this trend is that it needs to be tailored to fit an individual&rsquo;s unique circumstances. Employers should be prepared to maintain constant communication and understanding of staff needs for this to work.<br><br></p>
</li>
<li dir="ltr" aria-level="1">
<p dir="ltr" role="presentation">Savings<br><br>Forking out for a weekly free lunch for staff during their break might seem like money poorly spent. But the combined total savings this can make for your staff can be huge. Anything that contributes directly to a staff member&rsquo;s piggy bank will be a popular policy to introduce. <br><br></p>
</li>
<li dir="ltr" aria-level="1">
<p dir="ltr" role="presentation">Health and wellbeing<br><br>Even before the pandemic, the world was becoming more educated about health and wellbeing. Now, employees want to feel looked after at work, and their mental health comes before the profits of the business. Investing in employee wellbeing is also a direct investment in your business. It leads to better employee engagement, reduced sickness absence and higher productivity. Look into options like <a href="https://www.healthassured.org/?utm_source=google&amp;utm_medium=cpc&amp;utm_campaign=*Brand&amp;utm_content=Health%20Assured%20Prospects&amp;utm_term=health%20assured&amp;gclid=CjwKCAiAg9urBhB_EiwAgw88mb_BI7EOMfYlwI91jnk5z7u2tkLxPhUwFqmETxwRZKX5PgQik9ZhuhoCDwwQAvD_BwE">Health Assured</a>.</p>
</li>
</ol>
<p dir="ltr">Here are some other things to consider</p>
<ul>
<li dir="ltr" aria-level="1">
<p dir="ltr" role="presentation">Work from home - with a tax-free allowance</p>
</li>
</ul>
<ul>
<li dir="ltr" aria-level="1">
<p dir="ltr" role="presentation">Free breakfasts or lunch&nbsp;</p>
</li>
<li dir="ltr" aria-level="1">
<p dir="ltr" role="presentation">Modern office environments - so people want to be there and enjoy the experience.&nbsp;</p>
</li>
<li dir="ltr" aria-level="1">
<p dir="ltr" role="presentation">Sports and social clubs&nbsp;</p>
</li>
<li dir="ltr" aria-level="1">
<p dir="ltr" role="presentation">Mental health ambassadors&nbsp;</p>
</li>
<li dir="ltr" aria-level="1">
<p dir="ltr" role="presentation">Cycle to work scheme&nbsp;</p>
</li>
<li dir="ltr" aria-level="1">
<p dir="ltr" role="presentation">Unlimited holidays&nbsp;</p>
</li>
<li dir="ltr" aria-level="1">
<p dir="ltr" role="presentation">Parent and carer support&nbsp;</p>
</li>
<li dir="ltr" aria-level="1">
<p dir="ltr" role="presentation">Health Insurance</p>
</li>
</ul>
<p dir="ltr">As workplaces evolve, so do employee expectations.&nbsp; Crafting an exceptional benefits package isn't a one-time endeavour&mdash;it's an ongoing masterpiece. Empyrean reported that 83% of employers have changed their benefits strategy within the last three years. HR professionals need to become visionary architects, continually refining and expanding their offerings to meet the dynamic needs of their workforce.</p>
<p dir="ltr">Need some help? We&rsquo;re just a call or an email away.&nbsp;</p>
<p>&nbsp;</p>

The Art of Employee Rewards: Building a Compelling Benefits Package

<h2>Workplace Equality, Diversity &amp; Inclusion</h2>
<p>Arguably the biggest barrier to achieving a diverse, inclusive, and equitable organisation is the first barrier, Recruitment. If you&rsquo;ve never run the race before it is totally natural to fall at the first hurdle, but what you must do to put this right, is work hard, train hard, analyse your weaknesses and develop your strengths.</p>
<p>If this is a 110 metre Olympic hurdle race, maybe we will come back to hurdles 2-10 in future articles but for now let&rsquo;s focus on hurdle 1, recruitment and specifically the collection of Diversity Data and how it is used. It is fair to assume that most people, when looking for a job or considering joining a new company expect or hope that the company will be a fair and diverse one. So the racing conditions must be good enough for the runners to compete in, the weather, the audience, the running track, the height of the hurdles and the starting blocks.</p>

<h3>The Starting Blocks</h3>
<p>&ldquo;Oh, I forgot about the starting blocks, do they really make a difference to the success rate of getting over the first hurdle?&rdquo;</p>
<p>If Recruitment is the first hurdle then the starting blocks are the existing culture and values of the company, you must do a temperature check on this before you settle into the blocks or there will be an inevitable false start. A cultural survey and testimonials from a few of your existing employees would be great preparation, a badge of honour that you can wear with pride.</p>
<p>Ok ,so the survey results come back from your existing staff and they are good, you&rsquo;re out of the blocks and ready to start recruiting, confident in the knowledge that you are starting from a position of strength, but to get over that first hurdle you must continue to collect the data; this time, recruitment data.</p>
<h3>The Sprint to the First Hurdle</h3>
<p>But what if people don&rsquo;t want to disclose who they are, where they&rsquo;re from or what they believe in? Historically, the disclosure rates from minority or underrepresented groups have been shockingly low for many organisations but it really is a case of &lsquo;I&rsquo;ll show you mine, if you show me yours&rsquo;. If you&rsquo;ve conducted a cultural survey and you&rsquo;re wearing your badge with pride, then your talent attraction success and in turn, your early engagement levels, from your diverse talent pool will be high.</p>
<p>You now have honest and accurate data from both your existing employees and the larger than normal, diverse talent pool that you are fishing from. The data you have collected at the starting blocks and approaching the first hurdle will be invaluable to you and your organisation when building a diverse, equitable and inclusive organisation that allows your people to not only survive, but to flourish, thrive and come to work everyday as their authentic self.</p>
<h3>Over the first and on to the next!</h3>
<p>So, there you have it, you&rsquo;re first out the blocks and you&rsquo;ve set yourself up to clear the first hurdle with an advantage over your competitor. BUT don&rsquo;t lose focus, keep looking forward, keep your eyes on the prize, each hurdle comes with its own challenges, but the finish line is in sight.</p>
<p>&nbsp;</p>
<p><em><strong>Please connect with me and follow Williams Kent to be kept updated about future events, webinars and of course if you have any HR, Reward or D&amp;I recruitment then we will be happy to help.</strong></em></p>
<p>Kevin O&rsquo;Brien &ndash; Founder of Williams Kent</p>

The First Hurdle

<p>Over the years, the pressure of creating a sustainable, environmentally-friendly business environment has become an ever-growing social issue. It is evident that urgent action is required to resolve these issues, as a result, people&nbsp;are developing and implementing sustainability initiatives.</p>
<p>The need for sustainability can further be recognised in the business world. Organisations now operate with environmentally friendly supply chains and try&nbsp;to&nbsp;decrease&nbsp;the use of natural resources, in an attempt to preserve the environment and our planet.</p>
<hr>
<p>Similar techniques and methods of preservation are being utilised and seen throughout HR. The concept of Green HR has been devised with a focus of creating a HR function that supports, and is in line with, an organisation&rsquo;s sustainability strategy. Methods of Green HR encompass different HR processes, and the training and development of employees, to ensure that they are committed to the sustainability goals of the organisation. Teaching about methods of sustainability and providing reasoning for their introduction into the organisation will encourage employees to utilise Green practices where possible.</p>
<p>The term &lsquo;Green&rsquo; is largely associated with practices that support and benefit the environment, and this can be widely seen in HR through small changes that can make considerable differences. Slight changes such as the encouragement of recycling, utilising low energy alternatives and reducing waste can be introduced to office environments. However, Green HR does not just have to focus on making physical changes to achieve sustainability; it can involve being ethical and creating fair practices for employees. Although it&rsquo;s not necessary to increase the productivity of employees, a Green environment is appealing and can increase motivation and engagement within the organisation.</p>
<p>&nbsp;</p>
<p>Companies such as Google, IBM, Honda, Goldman Sachs, Starbucks, and GE have already made significant efforts towards Green HRM and general sustainability. So how are companies doing it?</p>
<p>&nbsp;</p>
<h3><strong>Green practices HR can implement:</strong></h3>
<p>&nbsp;</p>
<ul>
<li>
<h5>Green Internal and External Communications &ndash;</h5>
<p>HR can ensure that company communications are environmentally friendly and sustainable by going paperless. This would involve&nbsp;utilising electronic communications such as employing the use of an intranet, instead of flyers for internal communication. Also creating an email newsletter to communicate with contractors or clients, instead of sending them direct mail. Or even utilising technology when conducting training sessions, instead of printing materials.</p>
</li>
<li>
<h5>Green Training and Development &ndash;</h5>
<p>An increasing number of HR professionals are incorporating sustainability into their training modules, even holding specific sessions around eco-consciousness. This could involve anything from training&nbsp;based on everyday practices such as responsible recycling, to reducing waste in terms of resources and materials, to the efficient use of company equipment and powering down.</p>
</li>
</ul>
<ul>
<li>
<h5>Green Recruitment &ndash;</h5>
<p>HR can also further their commitment by hiring like-minded, environmentally focussed people. Businesses are also beginning to incorporate Green job descriptions with environmental aspects in their recruitment process, and providing &lsquo;Green information packs&rsquo; in their induction process. Furthermore, being perceived as a Green employer is also attractive to candidates and can assist your business in securing top talent.</p>
</li>
<li>
<h5>Green Employee Relations &ndash;</h5>
<p>As Employee Relations focuses on developing a strong, positive employer-employee relationship, Green practices can further reinforce this. This could involve incorporating a Green suggestion scheme, whereby any employee can advise the organisation on ways to be more environmentally friendly. Or even giving employees leeway to experiment with different Green initiatives.</p>
</li>
<li>
<h5>Green Work-Life Balance &ndash;</h5>
<p>HR can also recognise that employees wish to continue their sustainability efforts outside of their working lives, and consider how they can be more &lsquo;eco-conscious&rsquo; in their personal lives, especially in terms of consumption. An organisation can support this by offering employees paid time off to volunteer or attend conservation conferences, or simply by providing them with resources to assist their &lsquo;Green lifestyle&rsquo; outside of work.</p>
</li>
</ul>
<ul>
<li>
<h5>Supporting sustainable charities &ndash;</h5>
<p>If HR control or have a say in the charities that their organisation support, choosing a charity that supports environmental sustainability practices, such as Green Peace, WWF, Friends of The Earth, can also further the cause.</p>
</li>
</ul>
<p>&nbsp;</p>
<p>If you&rsquo;d like to know how you can make a difference, encourage and support the use of Green HR practices in your organisation. Or on an individual level, for some guidance visit&nbsp;<a href="https://www.ourplanet.com/en/what-can-i-do">OurPlanet.Com.</a></p>

What is Green HR?

<p>We’re all about sparking connections that stand the test of time and our team are no exception to that. Williams Kent is about being authentically you and not being afraid to roll up your sleeves and do what it takes. We're humble, hardworking, straight-talking people, who are doing what the big names in the business wish they could. The best thing is we’re just getting started.</p><p>Sound like you? If you’re all about finding essential people for some of the biggest brands in the world and knocking it out of the park with every placement, we’d love to hear from you.</p><p>What’s in it for you?&nbsp;&nbsp;Well, there are the things that you would expect, from pensions to holidays, but then there are the extras in our perk box.</p><p>We’ve got an unrivalled commission structure (ask us about it as we don’t want others to get jealous). Trips to places like Morocco and Ibiza to celebrate a job well done, team days, brunches, lunches and everything in between. These are the big things, but we know it’s the little human touches that matter most and our Founder Kevin is forever surprising us with cakes and treats - you know those moments that make you feel like you’re loved.</p>

<h2>Our community</h2><p><br></p><p>At Williams Kent, we take a holistic approach to diversity and inclusion that goes beyond just one specific day, week or month. We believe in creating an inclusive and supportive environment 365 days a year.</p><p>Each time we work with a client we ensure their approach to recruitment is as inclusive as possible.&nbsp;We actively encourage them to think about their policies, from menstrual to working from home. We know that every workplace needs to be fit for the future to get the best out of their people.&nbsp;But we also know we have to practice what we preach which is we&nbsp;are evolving our processes to ensure a higher level of equality and equity and a reduction in unconscious basis.</p><p>There is always more that can be done and there is more that we will do, our partnerships with charities and organisations are just the starting point, you can track our commitments and our evolution on our LinkedIn page.</p>

<h2>Our Team</h2>

<h2>We’re people specialists pure and simple.</h2><p><br></p><p>Since 2008 we’ve been doing things that the big names in recruitment wish they could. From the big brand names to those that are just starting out, our mission is to help companies build their HR and Reward teams at pace and with care. There’s nothing flashy about what we do.</p><p>We’re good hardworking people, with an honest desire to see great businesses grow. But above all, we believe that with a little bit of elbow grease, a pinch of personality, and a whole lot of care, we can create spaces for everyone to thrive and grow at work.</p><p>That’s why we dedicate the time to get to know the real you and then use our specialist knowledge, experience, and network in the HR and Reward sectors to build happy teams so that companies can thrive.&nbsp;</p>

<h1>About</h1>

<h2>How We Work</h2><p><br></p><p>We’re all about sparking connections that stand the test of time, that’s why we don’t mind being politely nosey to find out who you are beyond the words on the paper.&nbsp;We want to make sure that the next role is one that you’re happy in for a long time, so we’ll take the time to get to know you and your ambitions, we won’t throw your hat in the ring for the sake of it, we’ll make sure it’s a perfect fit all round.&nbsp;</p>

<h3>Get matched with a workplace culture you can thrive in.</h3>

<p>Imagine working with an honest, hardworking and well-connected recruiter that speaks your language and has an expert understanding of your world. Someone who genuinely wants to see you land a role that really suits you. Someone that won’t let you down.</p><p><em>You don’t have to imagine any longer.&nbsp;</em></p>

<h1>Candidates</h1><p>Start your new journey here and be authentically you.</p>

<h2>Get In Touch</h2><p><br></p><p>Whether you're interested in a role, want us to help grow your business, or would just like to chat, please don't hesitate to get in contact.</p>

<h1>Contact</h1>

<p><strong>We’re people people.</strong></p><p><br></p><p>Incredible people are at the heart of every successful business, that’s why we are dedicated to helping you identify, attract and secure the talent you need to thrive.&nbsp;</p><p>You get to know the people behind our business and they get to know you.</p><p>We’re a team of hard-working, fun and genuine recruiters who have an honest desire to change people’s lives for the better, using our matchmaking skills and specialist expertise in HR and Reward.</p>

<h2>Do You Have A Vacancy?</h2><p><br></p><p>Let’s begin the process together. As the people specialists, we’ve got your back.</p><p>Simply fill in this quick form and we’ll be in touch to help.</p>

<h1>Employers</h1>

<p>We work with you to cut through the noise and understand what talent your business is missing.</p><p>Then we use our specialist knowledge, experience, and network in the HR and Reward sectors to find the professionals that are going to propel your business forward and help you grow.</p>

<h1><strong>Seamless HR</strong> and <strong>Reward Recruitment</strong></h1><p>Your world. Our expertise.</p>

<h2>Latest Insights</h2><p>All the insights you need to create a thriving workplace culture, identify the right people for your team, communicate effectively and make your employees happier.</p>

<h2>Latest Roles</h2>

<h2>Speak To A Consultant</h2>

<h2>What We Do</h2>

<h1>How to Ace the Initial Call With A Recruiter</h1>

<p>All the insights you need to create a thriving workplace culture, identify the right people for your team, communicate effectively and make your employees happier.</p>

<h1>Insights</h1>

<h1>Job Search</h1><p>We build their HR and Reward teams at pace and with care. Ready to find the right opportunity for you?&nbsp;</p>

<h2><br></h2>

<h1>Our Team</h1>

<h4>I'm looking for my next role</h4><p>We are people experts pure and simple and we continue to successfully place the most talented people within the HR and Reward sectors to build happy teams so that companies can thrive.</p>

<h4>I'm looking for my next hire</h4><p>Looking for a new team member?&nbsp;</p><p>Let’s begin the process together.</p><p>As the people specialists, we’ve got your back. Simply fill in this quick form and we’ll be in touch to help.</p>

<h2>Register your CV with us</h2><p><br></p><p>We are people experts pure and simple and we continue to successfully place the most talented people within the HR and Reward sectors to build happy teams so that companies can thrive.</p>

<h1>Submit CV</h1>

<h2>Submit your vacancies with us</h2><p><br></p><p>We are people experts pure and simple and we continue to successfully place the most talented people within the HR and Reward sectors to build happy teams so that companies can thrive.</p>

<h1>Submit Vacancy</h1>

<h2>Get the people and the plan you need to take your business to the next level</h2><p><br></p><p>There are plenty of recruiters that can fill roles. But a great recruiter will feel more like a management consultant. Someone who understands your world. Someone who can figure out exactly what you need.</p><p>Someone who&nbsp;can expertly match you with the hire that will solve your problems.</p>

<h1>Talent Solutions</h1>

<p><strong>With Williams Kent, you’ll get</strong></p>

<h2>Our solution</h2><p><br></p><p>Whether you need HR and Reward resource for ten days or ten years, we know the right people and can take care of all of the heavy lifting.</p>

<h3>You don’t have the budget for a full time, permanent resource.</h3>

<p>But you need fast access to experts in HR, L&amp;D, Talent Acquisition, Employee Relations or Reward to put you on the right path, cover maternity, support mergers and acquisitions or to get you through a period of high activity.</p><p>And that’s why fractional, interim and temporary HR and Reward roles are becoming more popular by the minute.</p><p>Finding temporary resource can feel like a full time job in itself - and that’s before you’ve dealt with the administrative burden.</p>

<h1>Contract &amp;</h1><h1>Temporary</h1>

<h2>Our solution</h2><p><br></p><p>Find that enthusiastic HR generalist who is happy to drop into the operational detail. Or the smart HR strategist who can think big picture and long term. Or the talented specialist in L&amp;D, Talent Acquisition, Employee Relations, EVP or Reward who can take your HR function to the next level.</p>

<h3>No matter what’s going on in the world, HR never ceases to be important. It’s a highly specialist and strategic function.</h3>

<p>Yet so many businesses treat HR as tactical, administrative or operational. They just don’t get it.</p><p>You need HR people that can shift the perception of HR from ‘hiring and firing’ to one that builds a better business where everyone can thrive. A business that prioritises employee happiness as highly as the bottom line.</p>

<h1>Executive Search</h1>

<h2>Our solution</h2><p><br></p><p>There’s nothing wild or different about how we do Exec Search. We just have stronger relationships with the people that can elevate your business’ people function.</p>

<h3>Finding the right HR Director, Chief HR Officer, or Reward Director is critical to your success.</h3>

<p>You need someone who can be proactive, rather than reactive. Someone your team want to follow. Someone who can influence the more commercial members of your executive board.</p><p>But it’s hard to get a foot in the door with the best in the business. Or to know if people are as good as they say they are.</p><p>You can’t afford to get this key hire wrong.</p>

<h1>Executive </h1><h1>Search</h1>

<h1>Human Resources</h1>

<h2>Our solution</h2><p><br></p><p>Find that enthusiastic HR generalist who is happy to drop into the operational detail,</p><p>Or the smart HR strategist who can think big picture and long term.</p><p>Or the talented specialist in L&amp;D, Talent Acquisition, Employee Relations, EVP or Reward who can take your HR function to the next level.</p>

<h2>Our solution</h2><p><br></p><p>Let us take recruitment off your hands so you can focus on building and growing your business and culture.</p>

<h3>You’re a new HRD, CPO or CHRO in a startup or scaleup and your business is growing rapidly. Getting the right people at pace is critical to your success.</h3>

<p>But you don’t have an endless supply of time, resource or budget.</p><p>You’re building from the ground up. You need to hire dozens of people in a short space of time, as well as implement processes, policies and the right tech and tools. All while keeping the existing team happy, building a great workplace culture, training and supporting line managers and fire fighting day-to-day issues.</p><p>This is much more than a one-person job.</p>

<h1>RPO</h1>

<h2>Our solution</h2><p><br></p><p>Find your first full time Reward hire who is happy to drop into the operational detail but can also strategise and think long term.</p><p>Or the talented Reward Leader who can elevate your Reward strategy, ensuring you attract and retain the people you need in your business.</p><p>Or perhaps a fractional or interim Reward consultant who can bring their expertise to your executive board for a short period of time.</p><p>Whether it’s executive compensation, pensions, payroll, flexible benefits, share schemes or global mobility - Reward is the technical skillset in HR that progressive organisations cannot ignore.</p>

<h3>Finding talented specialists in Reward or Compensation and Benefits is really hard.</h3><h3><br></h3>

<p>Perhaps you’re just getting started building out your Reward function and aren’t quite sure what you need yet. Or you’re struggling to convince the best Reward talent on the market to join your team.</p><p><br></p><p>Getting this right is mission critical.</p>

<h1>Reward</h1>

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